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Accelerate performance improvement in a world of constant change

Get better, faster today

New challenges demand new approaches. Efficiency is no longer enough—we need new ways to create value. Nine business practices for frontline workgroups can help us create more impact more quickly.

The opportunity: Accelerate performance

In a world that’s rapidly changing, what’s high performing one day might be low performing the next. If we aren’t accelerating performance improvement, we’ll likely find ourselves falling further and further behind.

What if we could cultivate a new set of practices that not only improved performance, but accelerated it? And not just once, but over time.

The answer: We’d get better, faster.

Explore the nine business practices

Combine multiple practices to expand horizons, focus efforts, and achieve more and more impact over time.

A framework for getting better, faster

What do we need to do to accelerate learning and impact within the enterprise? Two things.

One, focus on frontline workgroups. They are often the first to encounter emerging opportunities and challenges, and the first to need new ways to address them.

Two, cultivate practices that will help workgroups get better, faster.

The power of Business Practice Redesign

The Business Practice Redesign framework is built around nine practices that can be combined to generate not just new ideas, but new results. This is how you get better, faster.

Use the practices to assess what’s working and what isn’t. Reveal gaps in understanding, or opportunities to do something differently. Find ways to change the game—and move the needle on metrics that matter.

Each practice encompasses targeted questions, tools, and techniques for accelerating performance. Integrate them to generate breakthroughs that can make all the difference.

Case studies

We talked to more than 60 workgroups across 20 rapidly evolving arenas on three continents. Each of the case studies below focuses on a workgroup that showed clear signs of performance improvement over time.

Our research

Getting better, faster: Unleashing the power of frontline workgroups

The Business Practice Redesign framework grew out of our experience on the edge, both at Deloitte and our clients. What that experience has taught us: To survive—let alone thrive—amid mounting performance pressure and rapid change, people and organizations at all levels must embrace fundamentally new ways of creating new value.

We undertook this research to help you accelerate your path forward and cultivate the business practices you’ll need to achieve more and more of your potential.

John Hagel

John is co-chairman for Deloitte LLP's Center for the Edge, with nearly 30 years of experience as a management consultant, author, speaker, and entrepreneur. He has served as senior vice president of strategy at Atari, Inc., and is the founder of two Silicon Valley startups. Author of The Power of Pull, Net Gain, Net Worth, Out of the Box, and The Only Sustainable Edge, John holds a BA from Wesleyan University, a BPhil from Oxford University, and a JD and MBA from Harvard University.

John Seely Brown

John Seely Brown currently serves as the independent co-chairman for Deloitte LLP’s Center for the Edge and is a visiting scholar and advisor to the Provost at the University of Southern California. He has published more than 100 papers in scientific journals and authored or co-authored five books. JSB also serves on numerous private and public boards of directors. He holds a bachelor's degree from Brown University, a doctorate from the University of Michigan, and eight honorary doctorates.

Andrew de Maar

Andrew de Maar is head of strategy at the Deloitte Center for the Edge where he works with senior leaders to rethink what’s required for success in a more rapidly changing world by helping them to reframe their approaches to strategy, innovation, and business transformation. He has worked broadly across industries on emerging opportunities at the edge of business and technology. His writing and speaking focuses on the opportunities we all have—as individuals and institutions—to achieve more and more of our potential over time. He has an MBA from Stanford University.

Maggie Wooll

As part of Deloitte LLP, Maggie draws on her experience advising large organizations on strategy and operations to engage executives and practitioners in the Center’s work. She explores the implications of changing technologies, and the new strategies they enable, for individuals and their institutions, with a focus on the technology and education sectors. Maggie holds a BSE in civil engineering and operations research from Princeton University and an MBA from the University of Virginia, Darden.

Beyond process: How to get better, faster as “exceptions” become the rule

In an unpredictable and constantly shifting business environment, it’s not enough to continue emphasizing efficiency and automation. Organizations can pick up the pace by redesigning business practices, focusing on helping frontline workgroups to learn faster and accelerate performance improvements.

Moving from best to better and better: Nine practices for accelerating performance

In a world of constant disruption, is consistent, sustained performance improvement even possible? We believe it is—and to get there, we suggest a path based on frontline workgroups adopting business practices—focused on new value creation—that aim to help both workers and companies get better, faster.

Workgroups in action: Cultivating new practices to create more and more impact

You need a lot of people and resources to have a lot of impact, right? Not really. In many situations, small moves, smartly made, can set big things in motion. But part of smartness involves where can you have the most impact with the fewest resources and the workgroups we profiled help demonstrate just that.

Want to learn more?

We designed the Business Practice Redesign framework to help you and your organization improve performance exponentially. Contact us at to find out more.

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